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1. SUMMARY
1.1 DELIVERY UNIT DASHBOARD
Financial
Projected year-end revenue budget variance
Capital actual variance
51 (3,476)
Performance Commissioning Intentions (Q4)
Green rated 64% (9) 100% (3)
Green Amber rated 21% (3) 0% (0)
Red Amber rated 7% (1) 0% (0)
Red rated 7% (1) 0% (0)
1.2 TOP ACHIEVEMENTS AND ACTIONS
Top Achievements
Both children’s homes within Barnet retain their ‘Good’ Ofsted rating.
Full utilisation of the government-funded Step Change pilot, providing therapies to children and young people at risk of poor outcomes.
Libraries satisfaction survey rating of 97% in context of time of significant change.
Family Services – Q4 2015/16
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1.3 SUMMARY OF THE DELIVERY UNIT’S PERFORMANCE Practice improvement work continues to ensure that the service is delivering as effectively as possible, including against the requirements of the Ofsted Framework and Evaluation Schedule for the Inspection of Services for Children in Need of Help and Protection, Children Looked After and Care Leavers. This includes the new Joint Targeted Inspection which will focus on children at risk of sexual exploitation and those missing from home, school or care. Diagnostic work with Team Managers has taken place in conjunction with Essex to gain greater insight into areas for social care practice improvement and inform a Practice Improvement Plan.
Recruiting into vacant social worker posts and the use of locum cover continues to be an area of concern, especially in the context of increasing levels of activity at the social care front door. The social worker campaign is starting to deliver positive results, and a sustained focus is needed on staff recruitment and retention, including through delivery of a Social Work Academy.
Key Challenges Actions required
Challenges at the front door undermine quality of practice
To help manage the increasing demand for services, whilst improving
the quality and consistency of social work practice, the service has
undertaken a regular cycle of audits and continued to deliver the
Practice Improvement Plan.
Recruitment to social work posts to reduce the number of vacant
posts and locum cover.
Continuation of the ‘More to Believe In’ recruitment campaign, work
with targeted recruitment agency, and development of a Social Work
Academy.
Managing increased volume through the service Continued close monitoring and analysis of impact. Regular cycle of
audits and delivery of Practice Improvement Plan.
Implementing the new libraries model. Delivery of the libraries strategy implementation plan across HR, IT
and operations.
Developing plans to deliver PSR savings while maintaining/improving
service quality. Development and delivery of Family Services 2020 projects.
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The reshaped Family Support Service has been operational for a year and is receiving high levels of referrals, especially from social care as part of earlier intervention work.
The new libraries model has been agreed by the Children’s, Education, Safeguarding and Libraries Committee and work is now commencing to deliver the implementation plan across HR, IT and operations.
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2. Performance
2.1 How the Delivery Unit is performing against its performance indicators for 2015/16
RAG Direction of Travel No. of indicators
expected to report this quarter Green
Green Amber
Red Amber
Red Total RAG
ratings Monitor
Improving or the same
Worsening No Direction
of Travel
Strategic 5 2 0 1 8 7 6 3 6 15
Critical 4 1 1 0 6 9 4 2 9 15
Overall 64% (9)
21% (3)
7% (1) 7% (1) 100% (14)
53% (16) 67% (10) 33% (5)
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2.2a Performance Indicators that did not meet their target in 2015/16
Appendix A outlines the indicators which have met their target in 2015/16
Ref No.
Indicator description
Type of Indicato
r
Period Covered Timeframe data has
been measured
Previous outturn Previous
result from the most relevant period End pf Year
2014/15
Target Achievement
level expected
Numerator and
Denominator Amount that
achieved indicator target out of the total amount for the
indicator
Result Most
recent indicator
result
Target Variance
A calculation of how far the outturn is from the
target
DoT Variance
An assessment of
whether performance has improved
since the previous result
Benchmarking How current performance
compares to other councils
FS/S11
Percentage of children in external residential placements
Strategic
As at 31 March 2016
12% 9.2% 31/318 9.7% 6.0% Improving
Benchmarking data not available - this target is specific to
Barnet
FS/C9
Percentage of families with children under 5 within the borough are registered and accessing services at children's centres
Critical
Jan-Mar 2016
76.6% 85.0% 16676/19963 83.5% 1.7% Improving
Page 28 of the Ofsted Children
Centre Inspection handbook states “Most (i.e. 80%+) families should be
known (i.e. registered)
FS/C15
Young offenders in education, training or employment
Critical
As at 31
March 2016
72% 80% 18/24 75% 6.3% Improving London: 65.3% National: 58.4%
FS/S5
Number of children adopted
Strategic
Apr 2015 - Mar 2016
15 20 N/A 12 40.0% Worsening
FS/S10
The average time between a child entering care and moving in with its adoptive family (days)
Strategic
2013 to 2016
472 487 N/A 511 4.9% Worsening England Average 2012-2015: 593
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2.2b Comments and proposed interventions for indicators which did not meet target
Ref No. and Indicator Description Comments and Proposed Intervention
FS/S11
Percentage of children in external residential
placements
Level 1 - The overall commissioning strategy for external placements is aimed at reducing the total spend on external placements by securing appropriate placements for children. This indicator measures numbers of children in external placements, not the cost of external placements therefore gives an imperfect measure of the overall success of the service commissioning external placements. This measure has improved by 1.7% from quarter 3.
FS/C9
Percentage of families with children under 5 within the borough are registered and
accessing services at children's centres
Level 1 - This continues to be an area of focus for the service, however it should be noted that the benchmark for good performance set by Ofsted is set at 80% and Barnet are currently at 83.5%.
FS/C15
Young offenders in education, training or
employment
Level 1 - There has been an improvement in this indicator, and Barnet is showing nationally strong practice in this area- Barnet’s performance continues to exceed the London average by 10% and the national average by 15%.
FS/S5 Number of children adopted
Level 1 - This target was ambitious against the national context of lower adoptions as an interpretation of case law; This impacted significantly the first half of the year; however numbers have been on the increase in the final 2 quarters. There are now 11 children in the system with a placement order and a plan of adopting. In 2015/16 eight children placed with adopters were contested and seven children that had a plan of adoption were instead granted an SGO by the court.
FS/S10 The average time between a child entering care and
moving in with its adoptive family (days)
Level 1 - There was a delay for 2 children with exceptional circumstances who have got a high number of days around the time between entering care to moving in with their adoptive family that affects this average number. Excluding these 2 children, the average number of days between entering care and moving in with their adoptive family is 485 which are within targets.
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3. Commissioning Intentions
Theme committees have agreed the commissioning intentions for the council up to 2020, the tables below provide an update on the progress.
3.1 Overview of progress against 2015/16 Commissioning Intentions
RAG ratings
No. of Commissioning
Intention Green –
Commissioning Intention on track
Green Amber – Commissioning
Intention delayed, Low Impact
Red Amber - Commissioning
Intention delayed, Medium Impact
Red - Risk of Not Delivering Or High
Impact
Not Rated (Not due or N/A)
75% (12) 19% (3) 0% (0) 0 6% (1) 16
3.2 Overview Q4 2015/16 Commissioning Intentions
All commissioning intentions due for Q4 were green.
3.3 Q4 2015/16 Commissioning Intentions completed to schedule
RAG Description
Green Commitment Met
Green Amber Commitment delayed, Low Impact
Red Amber Commitment delayed, Medium Impact
Red Risk of Not Delivering Or High Impact
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Commissioning Intentions Status Comments
Young Carers Green
The young carer’s policy was finalised and signed off. The young carer’s needs analysis was completed and used to inform the specification as well as to engage with suppliers. Working with Adults and Communities, the carer’s strategy and action were developed and signed off by the Health and Wellbeing board in January. The specification was completed and has been signed off however due to challenges with the procurement process, procurement has been delayed. The Invitation To Tender is now being issued in April and the new service will commence in October 2016.
Work with expanded cohort of troubled families and develop a sustainable funding approach for when grant ceases Rigorously evaluate family support and ensure investment is focused on services that demonstrate highest impact
Green
Family Support team evidence based programmes have been rolled out and progress is being tracked through a performance framework. Radar charts are routinely used to gather data on outcomes which are collated in a dashboard, findings analysed and used to improve service delivery. Similar work is happening across other family support services such as youth services and externally commissioned services including a review of evidence based parenting programmes. As part of the Early Intervention and Prevention (EIP) project there is a work stream which is progressing the development and implementation of a multi-agency performance framework to measure outcomes across the EIP partnership.
Grow and strengthen in-house foster care service with aim Plan spend from external and residential to in-house fostering by 2019/20
Green
Work is ongoing to strengthen the in-house foster care service and a Barnet 2020 project is currently being scoped to progress this work further and to achieve MTFS savings. 43.5% of all children in care are in an LBB foster placement against a target of 39%.
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3.4 Annual Commissioning Intentions and Commitments completed
Ref Intention Commitment Due Date
Quarter Year Status
Overall Status
(Annual Position)
COMMENTS Please provide
commentary (Annual Position)
FS42 Barnet Plan Smarter Working - move
completed Oct-15 3 2015/16 Green - Met Green - Met
FS35
Child Sexual Exploitation
Implement CSE strategy and action plan
Mar-15 1 2015/16 Green - Met
Green - Met
Completed and signed off by LSCB.
MASE meeting minutes
being cross-referenced with relevant Heads of Service.
FS36 Work with Barnet LSCB to
develop CSE profile Jun-15 1 2015/16 Green - Met
FS32
Develop and enhance leaving care services
Review improvement plan for leaving care services following external review
Sep-15 2 2015/16 Green - Met
Green Amber - delayed, Low
Impact
FS33
Finalise and implement arrangements for
supporting Staying Put arrangements
Complete joint protocol between Barnet Homes and
Onwards and upwards
Sep-15 2 2015/16
Green Amber - delayed,
Low Impact
Staying Put policy completed and awaiting implementation.
There is a signed SLA in place with Barnet Homes
FS6 Early Years - Implement
strengthened early yeas service through locality model and
deliver MTFS savings
Establish service commissions and SLA’s
with each centre to deliver vision and ambition
identified in early years review
Apr-15 1 2015/16 Green - Met
Green - Met
SLA's are currently in place. New SLA's have been sent
out before 06/07/15 to centres for consultation.
FS5 Establish locality framework
for early years centres Aug-15 2 2015/16
Green - Met
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Ref Intention Commitment Due Date
Quarter Year Status
Overall Status
(Annual Position)
COMMENTS Please provide
commentary (Annual Position)
FS7 Establish nursery school
centre of excellence Sep-15 2 2015/16
Green - Met
FS8
Early Years - Integration of health related services
Integrated service offer of health-related services in
early years settings Apr-15 1 2015/16
Green Amber - delayed,
Low Impact Green Amber -
delayed
Amber relates to integrated service offer with health. A draft of the integrated service offer was been
circulated for consultation. There will be work done in each locality to develop the
offer as part of the wider EIP strategic implementation
workstreams.
FS9
Clear Commissioning Plan for Health Visiting Service and Integration of Health services and early years
offer.
Apr-15 1 2015/16
Green Amber - delayed,
Low Impact
FS1 Establish a new 0-25 disabilities service model to improve
service quality and to promote increased independence of
young adults and reduced costs to adult social care
0-25: Go-Live Oct-15 3 2015/16
Red Amber - delayed, Medium Impact
Green - Met
Phase 1 of 0-25 Go Live has been completed on time. Work now beginning on
embedding the new service. Development on Phase 2
now being undertaken. SLA has been drafted for transfer of commission to the DU and will be presented to Project
Board.
FS2
0-25: Transfer of commission for
implementation to the DU for mobilisation in Autumn
2015
Oct-15 3 2015/16 Green - Met
FS4 Give greater control and choice
to families in relation to short breaks
Personal budget and option for direct payments in place
for all families Apr-15 1 2015/16
Green Amber - delayed,
Low Impact
Green - Met
In place for all families including the short breaks
cohort. A more streamlined offer is needed for the short
breaks cohort and this will be developed.
FS22
Grow and strengthen in-house foster care service with aim
Plan spend from external and residential to in-house fostering
by 2019/20
Consolidate recruitment methods and enhance
support, including wrap-around services
Mar-16 4 2015/16 Green - Met Green - Met
Work is ongoing to strengthen the in-house foster care service and a
Barnet 2020 project is
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Ref Intention Commitment Due Date
Quarter Year Status
Overall Status
(Annual Position)
COMMENTS Please provide
commentary (Annual Position)
currently being scoped to progress this work further
and to achieve MTFS savings. 43.5% of all children in care are in an LBB foster
placement against a target of 39%.
FS39 Participation of young people Finalise participation
strategy for children and young people in Barnet.
Apr-15 1 2015/16 Green - Met Green - Met
FS27 Re-locate In-house residential
provision
Identification of in-house children’s homes site by
spring 2015 Jul-15 2 2015/16 Green - Met Green - Met
Site identified. Final approval for site and plans to be
agreed.
FS40 Reshape library provision to
deliver MTFS savings
Reshape library provision to deliver MTFS savings:
Implementation of proposed approach commencing in
summer 2015
Sep-15 2 2015/16 N/A led by
CG – in progress
N/A led by CG – in progress
N/A led by CG – in progress
FS37 Serious Youth Violence Serious Youth Violence: Implement strategy and
action plan Mar-15 1 2015/16 Green - Met Green - Met
Plans are in place, further work is now being
undertaken to rationalise the approach and governance.
FS38 Serious Youth Violence
Serious Youth Violence: Refresh serious youth
violence problem profile with LSCB and Community
Safety Partners.
Jun-15 1 2015/16
Green Amber - delayed,
Low Impact
Green Amber - delayed, Low
Impact
The problem profile is part of the wider serious youth
violence strategy and action plan. The problem profile has been further refined but there
is still work which needs to be done by partners to
complete the problem profile.
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Ref Intention Commitment Due Date
Quarter Year Status
Overall Status
(Annual Position)
COMMENTS Please provide
commentary (Annual Position)
FS13
Work with expanded cohort of troubled families and develop a sustainable funding approach
for when grant ceases
Rigorously evaluate family support and ensure investment
is focused on services that demonstrate highest impact
Commissioning strategy for early help services
Sep-15 2 2015/16 Green - Met
Green - Met
The improvement plan for leaving care services has
been reviewed and is being implemented with clear
dates.
Staying Put arrangements have been finalised and implemented. The joint
protocol between Barnet Homes and Onwards and
Upwards has been completed and awaiting sign
off.
FS14 Develop business case for
evidence based programme interventions
Sep-15 2 2015/16 Green - Met
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Ref Intention Commitment Due Date
Quarter Year Status
Overall Status
(Annual Position)
COMMENTS Please provide
commentary (Annual Position)
FS15 Roll out of evidence based
programmes Mar-16 4 2015/16 Green - Met
FS16
Work with expanded cohort of troubled families and develop a sustainable funding approach
for when grant ceases
Rigorously evaluate family support and ensure investment
is focused on services that demonstrate highest impact
Implementation of improved performance framework
Mar-16 4 2015/16 Green - Met Green - Met
As part of the family support evaluation, the Early
Intervention and Prevention strategic board has signed
off the strategic workstreams which will deliver the
integrated early help offer. Resourcing arrangements for
project management are currently being identified. A business case for Family Support evidence based programme interventions
was produced and a menu of interventions is now in place. Similar work is underway for
other early help services.
FS17
Young Carers
Finalise and implement young carers policy
Apr-15 1 2015/16
Green Amber - delayed,
Low Impact
Green - Met
FS18 Complete young carers
needs analysis Jun-15 1 2015/16 Green - Met
The young carers needs analysis has been completed
and is now being used to influence the specification as
well as to engage with suppliers.
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Ref Intention Commitment Due Date
Quarter Year Status
Overall Status
(Annual Position)
COMMENTS Please provide
commentary (Annual Position)
The young carer’s
specification, has been developed through
consultation with staff, partners and young carers, is
completed, and signed off.
FS19 Develop young carers
strategy Jun-15 1 2015/16
Green Amber - delayed,
Low Impact
FS20 Young Carers: Develop specification for tender
Aug-15 2 2015/16 Green - Met
FS21 Young Carers: Undertake
tender process and get new service in place
Mar-16 4 2015/16
Green Amber - delayed,
Low Impact
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4. Financial 4.1 Revenue
Original
Budget
Revised
BudgetActuals
Outturn
Variation
£000 £000 £000 £000
Commissioning & Business Improvement 2,917 3,354 2,973 (381) Underspend as a result of early delivery of savings identified for 2016/17 -11.4%
CSC 0-25 1,979 2,211 2,100 (111) Low take up on Respite & Home support and short breaks. -5.0%
Early Years 3,887 4,004 4,089 85 Overspend in Children centres as a result of residual costs incurred from the
mid-year restructure
2.1%
Family Services Management 2,237 731 181 (550) Monies held against placements overspends -75.2%
Intake and Assessment 1,955 2,054 2,225 171 Overspend as a result of the use of agency staff due to shortage of permanent
social workers.
8.3%
Intervention and Planning 1,938 3,054 3,316 262 Overspend as a result of the use of agency staff due to a shortage of
permanent social workers.
8.6%
Lib.Workforce & Comm.Engagemnt 5,587 6,100 5,942 (158) In-year savings identified to support the recovery plan, including holding a
small number of vacancies
-2.6%
Permanence Trns & CorParenting 3,346 3,174 3,809 635 Overspend due to use of agency staff covering permanent posts. Onwards
and Upwards and Asylum Seekers are also overspent due to an increase in
the number of placements.
20.0%
Placements 18,590 17,996 17,963 (33) Overspend on costs to support care leavers as well as pressures within
Special Guardianship Orders (SGOs) and the Remand Service. This is offset
by funding from health and SEN on joint placements.
-0.2%
Safeguarding & Quality 1,087 1,305 1,311 6 0.5%
Social Care Management 960 1,174 1,409 235 Staffing overspends including a number of supernumeries to cover demand on
front door services (increase in volume of contacts and referrals to the Multi
Agency Safeguarding Hub (MASH) by 10%)
20.0%
Youth & Family Support 3,234 3,258 3,148 (110) In-year savings to support the recovery plan. -3.4%
Total 47,717 48,415 48,466 51 0.1%
% Variation of
revised budgetDescription
Variations
Comments
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4.2 Capital
2015/16
Latest
Approved
Budget
Additions/
(Deletions)
(Slippage) /
Accelerated
Spend
Outturn
£000
Variance
£000
% slippage
of 2015/16
Approved
Budget
Children's Families Service 4,437 (50) (3,426) 961 (3,476) -77.2%
Children's Families Service 4,437 (50) (3,426) 961 (3,476) -77.2%
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5. Risk
The following is the 5 X 5 matrix ‘heat map’ highlighting the number of risks at a Directorate Level and where they are currently rated:
PR
OB
AB
ILIT
Y
SCORE
IMPACT
1 2 3 4 5 Negligible Minor Moderate Major Catastrophic
5 Almost Certain 0 0 0 0 0
4 Likely 0 0 5 1 1
3 Possible 0 0 0 3 0
2 Unlikely 0 0 0 0 0
1 Rare 0 0 0 0 0
The following risk register lists those risks rated as 12 and above:
Risk
Current Assessment Impact Probability Rating
Control Actions Risk Status
Board Delivery (timing)
Target Assessment Impact Probability Rating
DUFS0035 – Health and Safety If the GDIT system fails there is not sufficient back-up infrastructure, which means that referrals to Emergency Social Work Duty Team cannot proceed out-of-hours with potentially catastrophic consequences for children in need of protection.
Catastrophic 5
Likely 4
High 20
GDIT have an hourly testing schedule, but no process to fix any identified faults. Escalated by FS Director to Partnership Relationship Manager in Commercial Services to scope solution. Situation currently unresolved. Responsibility currently with Commercial Director and Commissioning Director - decision awaited.
Treat Quarterly Catastrophic 5
Rare 1
Medium Low
5
Risk Commentary for Delivery Unit: Risks span social care and early intervention. Key areas of focus are safeguarding, social worker recruitment and retention, and sensitive information management. Risk DUFS0035 (GDIT) is the most highly rated risk. All risks will be treated and have control actions in place Risk DUFS0043 (Libraries’ system) and CSIMGG0026 (JCAD) have been added since Q2 reporting.
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Risk
Current Assessment Impact Probability Rating
Control Actions Risk Status
Board Delivery (timing)
Target Assessment Impact Probability Rating
CSOC0004 - Reputational If there is a high vacancy rate in social care, then this will lead to inconsistency of practice, which can cause poor quality practice.
Major 4
Likely 4
High 16
Recruitment and Workforce Board project to address the vacancy rate. Currently vacant posts are being filled with agency staff.
Refine recruitment process to enable an improved timeline between application and start date.
Engage with recruiting managers and providers to support a cohesive approach.
A recruitment campaign was launched in September 2015. Review and evaluate campaign.
Monitoring of vacancy rates on going with a set of recruitment KIPs in place.
Increased market factor supplement offer of social work roles focussed on hard to recruit teams.
Treat Quarterly Minor 2
Possible 3
Medium Low
6
DUFS0001 - Financial If 3 year MTFS/PSR budget savings are not identified or service demands prevent them from being achieved, then there will be a failure to meet 3 year MTFS/PSR saving requirements.
Major 4
Possible 3
Medium High 12
Regular monitoring of budgets and MTFS. FS2020 programme of work to identify and deliver savings.
Treat Quarterly Moderate 3
Unlikely 2
Medium Low
6
DUFS0020 - Reputational If there is a lack of parental demand or supply of places, then comparative performance in achieving indicative number of FEE2 places will not meet DfE expectations for delivery.
Major 4
Possible 3
Medium High 12
Project plan and action plan in place. Working closely with Hempsalls (national consultancy) and providers. Project plan regularly reviewed, revised where necessary and scrutinised. Internal targets realistic. Lack of data mitigated by working with national consultancy. Regularly reviewed in partnership meetings and at Project Board for Early Years Review. Developing programme of work across Early Years which is being robustly project managed.
Treat Quarterly Moderate 3
Possible 3
Medium High
9
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Risk
Current Assessment Impact Probability Rating
Control Actions Risk Status
Board Delivery (timing)
Target Assessment Impact Probability Rating
DUFS0039 - Reputational The Gangs issue in Barnet may escalate, and may have significant consequences, such as a child death. Children missing from home, school or care are more likely to be the subject of CSE and this is sometimes interrelated with gang activity, making these children more vulnerable.
Major 4
Possible 3
Medium High 12
A Gangs Screening Tool has been developed
A multi-agency Gangs and Serious Youth Violence Panel meeting takes place monthly with key partners
The CSE, Missing and Gangs Strategic Meeting and the YOT Management Board (Youth Justice Matters) have strategic oversight of the Youth Crime Prevention Strategy and Action Plan.
Phase 2 of the Keeping Young people Safe from Gangs (KYPS) project is underway.
The YOT supervises gang members according to their assessed levels of risk and vulnerability.
Treat Quarterly Major 4
Unlikely 2
Medium High
8
DUFS0043 – Reputational If a recovery from the failure of the library management system takes a long time, then there will be further reputational damage, disruption to customers and financial losses
Moderate 3
Likely 4
Medium High 12
Additional agency staff procured
Working on recovery plan with Capita and the software provider
Working with Corporate Communications
Treat Quarterly Moderate 3
Unlikely 2
Medium Low
6
CSOC0003 - Financial If there is further increase in the number of referrals from the MASH to Duty and Assessment and referrals onwards to Intervention and Planning, coupled with factors including workforce capacity issues within DATs and I&P, there will be insufficient capacity to deal with this throughput within statutory timescales, leading to unsustainable caseloads, potential staff absences and children at risk.
Moderate 3
Likely 4
Medium High 12
Weekly monitoring of vital indicators from the MASH, DATs and I&P at SMT.
Temporary team and staff recruited to the DATs and I&P teams to relive pressure in the short term, alongside recruitment efforts as part of the Workforce Project.
Longer term recommendations being shaped to manage new patterns of demand, drawing on audit activity and insight. Paper presented to SMT on 06/04.
Action Plan in place for Head of Service and teams (MASH & DATs).
Treat Quarterly Minor 2
Unlikely 2
Medium Low
4
20
Risk
Current Assessment Impact Probability Rating
Control Actions Risk Status
Board Delivery (timing)
Target Assessment Impact Probability Rating
CSOC0005 - Financial If insufficient placements are available, or unsuitable matches are found for local placements, more children will be placed out-of-borough and in residential care, which leads to poorer outcomes and increased pressures on budgets.
Moderate 3
Likely 4
Medium High 12
Monthly reporting. Marketing Strategy. Working together with the North London Consortium and West London Alliance.
Treat Quarterly Minor 2
Unlikely 2
Medium Low
4
CSIMGG0006 – Information Governance If there is data loss linked to correspondence (e.g. data not being updated in a timely fashion, two letters in one envelope), then sensitive information will be disclosed to unintended recipients.
Moderate 3
Likely 4
Medium High 12
Application of corporate correspondence procedure.
On-going introduction and refresher training for all staff
Comms to staff in CS Circular
Use of return to sender envelopes
Treat Quarterly Moderate 3
Possible 3
Medium High
9
CSIMGG0026 – Information Governance If the JCAD system is not available to all managers, then there will be a failure to effectively manage risk across the DU.
Moderate 3
Likely 4
Medium High 12
Risk raised with Corporate Risk & Auditors. Assurance/guidance sought on an on-going basis.
Risk Champion updating risk manually with risk owners.
New JCAD Core system to be rolled out for end Q1.
Treat Quarterly Minor 2
Unlikely 2
Medium Low
4
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7. Equalities
Equalities description Comments and Proposed Intervention
Children & Young People’s Profile
https://www.barnet.gov.uk/citizen-home/children-young-people-and-families/profile-of-children-and-young-people-in-barnet.html
8. Customer Experience
Customer Experience description Comments and Proposed Intervention
Social Services for Children and Families
Spring 2015 Residential Survey: Barnet % services rated Excellent – Good is 33%. This is a climb of +3.5% on the previous survey and a +13% difference to London Autumn 2014.
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Appendix A
Performance indicators which have met or exceeded their target in 2015/16
Ref No.
Indicator description
Measure of how successful the Council is towards meeting the strategic objectives as
set out in the Corporate Plan
Type of Indicator
Period Covered Timeframe data has
been measured
Previous outturn Previous
result from the
most relevant period
Target Achievement
level expected
Numerator and
Denominator Relevant
number that achieved the level required
by the indicator out of total for
indicator
Result Most recent result of the
indicator measurement
Target Variance
A calculation of how far
the outturn is from the
target
DoT Variance
An assessment of whether
performance has
improved since the previous results
Benchmarking How performance compared to other
councils
FS/S6 Percentage of children in LBB foster care
Strategic As at 31 March 2016
41.3% 39.0% 138/317 43.5% 11.6% Improving
Benchmarking data not available - this target is specific to
Barnet
FS/S12
Number of new Common Assessment Frameworks opened in quarter
Strategic Jan-Mar
2016 218 100 N/A 256 156.0% Improving
Benchmarking data not available - this target is specific to
Barnet
FS/S7
Percentage of free entitlement early years places taken up by parents/ carers that are eligible for a place.
Strategic Jan-Mar
2016 52% 50% 969/1624 60% 19.3% Improving
FS/C7
Proportion of care leavers age 19 – 21 in suitable accommodation
Critical As at 31 March 2016
94.6% 90.0% 117/122 95.9% 6.6% Improving
LAIT: Statistical
Neighbours: 79.1% London: 81.5% England: 77.8%
FS/S15
Proportion of care leavers age 19 – 21 in education, employment or training.
Strategic As at 31 March 2016
57% 55% 67/122 55% 0.0% Worsening
LAIT: Statistical
Neighbours: 51.8% London: 53.0% England: 48.0%
FS/C10
Percentage of families with children under 5 within deprived LSOA’s are
Critical Jan-Mar
2016 88% 65% 2820/3162 89% 37.2% Improving
Ofsted Children’s Centre handbook: page 28 states that 65%+ of Deprived
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Ref No.
Indicator description
Measure of how successful the Council is towards meeting the strategic objectives as
set out in the Corporate Plan
Type of Indicator
Period Covered Timeframe data has
been measured
Previous outturn Previous
result from the
most relevant period
Target Achievement
level expected
Numerator and
Denominator Relevant
number that achieved the level required
by the indicator out of total for
indicator
Result Most recent result of the
indicator measurement
Target Variance
A calculation of how far
the outturn is from the
target
DoT Variance
An assessment of whether
performance has
improved since the previous results
Benchmarking How performance compared to other
councils
registered and accessing services at Children's centres
Children 0-5 should be known to be
deemed as ‘Good’ or ‘Outstanding’
FS/S8
Percentage of the target groups that are registered with the children centre within the area it serves
Strategic Jan-Mar
2016 75% 65% 3194/4218 76% 16.5% Improving
FS/C12
Percentage of childcare settings in the borough achieving ‘good’ or ‘outstanding’ Ofsted judgement’
Critical
Apr 2015 - Mar 2016
78% 78% 327/418 78% 0.3% Same
Benchmarking data not available - this target is specific to
Barnet
FS/C14
Number of first time entrants to the Youth Justice System aged 10 to 17 (per 100,000 of the population).
Critical Oct 14 - Sep 15
298 357 N/A 281 21.3% Improving YJB - YDS
London: 419 England: 376
24
Appendix B
Performance indicators which have been monitored throughout the year.
Ref No.
Indicator description
Measure of how successful the Council is towards meeting the strategic objectives as
set out in the Corporate Plan
Type of Indicator
Period Covered Timeframe data has
been measured
Previous outturn Previous
result from the most relevant period
Numerator and
Denominator Relevant
number that achieved the
level required by the indicator out
of total for indicator
Result Most recent result of the
indicator measuremen
t
Target Variance
A calculation of how far the
outturn is from the target
DoT Variance An assessment
of whether performance has improved
since the previous results
Benchmarking How performance compared to other
councils
FS/S1 Children made subject to Child Protection Plans
Strategic Apr 2015
- Mar 2016
232 N/A 310 Monitor Monitor
FS/S2
Children made subject to Children Protection Plan for a second or subsequent time
Strategic As at 31 March 2016
39 N/A 60 Monitor Monitor
LAIT: BARNET: 15.2%
Statistical Neighbours: 15.6%
London: 13.8% England: 16.6%
FS/S3 Number of Children subject to CPPs for two or more years
Strategic As at 31 March 2016
4.5% 7/280 2.5% 50.0% Improving
LAIT: BARNET: 4.5%
Statistical Neighbours: 5% London: 3.6% England: 2.6%
FS/S4 Number of referrals to social care (per 10,000)
Strategic Apr 2015
- Mar 2016
389.8 N/A 396.0 Monitor Monitor
LAIT: BARNET: 405.9
Statistical Neighbours: 458.9
London: 469 England: 573